Why do they make engineers managers?

Seriously, ask most engineers and they will tell you one perk of their job is that they don’t have to deal with people. It’s not that we don’t like people (well most of us) it’s just that people represent an unnecessary variable. On top of that, managing takes us away from doing what we really enjoy: making things explode… or keeping them from exploding. (Not nearly as fun.)

But at some point every engineer will have to make the choice: management or not. It’s not hard to see why we get picked for managerial spots, engineers are:

1. Well educated
2. Hard working
3. Results oriented
4. Able to understand other engineers

This last one is the big one; working and talking with engineers can be tricky, even for other engineers! For non-engineers, dealing with us can be a form of torture not covered in the Geneva Convention. The idea of promoting an experienced engineer from within a group to be a manager seems like an ideal solution.

Here’s a little secret for all you higher ups: Engineers usually don’t make very good managers.
It’s a sad truth and, oddly enough, it’s due to all the reasons I mentioned above. We are well educated and usually hold several degrees, but we have very little leadership training. We are hardworking, almost to a fault, but this means that we tend to focus in on one thing and don’t always deal well with multiple issues that need handling at the same time. Being results oriented is great for getting things done, but people rarely figure into an equation and tend to get treated a little roughly. Finally, we understand other engineers which makes life miserable for the other engineers. You see, we sort of like our difficult reputation and use it as shield when we so choose. Dealing with another engineer takes away a level of protection/comfort we are used to having.

Now before my boss reads my blog and decides to show me the door, let me say that with only one exception I’ve had several excellent managers who were engineers before getting moved into a separate office. But for all of them, managing took a lot of work and was a learned trait. We engineers are typically pretty sharp and tend to enjoy learning new things, but we do need a bit of time since most managerial skills are a complete 180 from what we are used to doing.

This has lead to a bit of a hybrid class of engineer: Those who have all the engineering skills of their fellow engineers but are also sharpening their people skills looking to move up the chain. I used to think this was a pretty smart move and was grateful that others out there existed willing to take the hit… er … promotion. But lately I’ve run into a few people who think this may not be such a good thing, they think that these “outside studies” take away from their core skill set.

So what do you think? I’m not sure there is a right answer, but I’m looking to hear everyone’s thoughts on the subject, should engineering managers come internally from engineering groups?

Today is Monday, September 27, 2010 and it’s time once again for the Monday Link Review, your weekly roundup of the best science and engineering links from across the web.

First, in what could the first step towards a life changing breakthrough for millions of people around the world, Scientists working together from Université de Montréal and University of Oxford have discovered the gene linked to a common form of migraine.

Next, the latest Climate Change Research news comes from Antarctica where Australian researchers are using a giant laser to measure climate change in the atmosphere.

Physicists at UC Berkley have watched a macroscopic quantum object jump for the first time. No word yet on whether it’s next leap was the leap home.

Finally this week, a exploration of the effects of two Professional Engineers having a video camera, three cats and too much time on their hands: An Engineer’s Guide to Cats.

As you know 2010 is Knovel’s 10th anniversary.  Ten years ago Knovel co-founders Chris Forbes, Sashe Gurke and the late Bill Woishnis had a vision for what would become Knovel: to create a product that would allow engineers to do research faster, and to be able to more easily integrate that into their work.

Ten years and more than 600 customers later, Knovel employees and some friends gathered together in New York City to celebrate the milestone at a rooftop bar in Manhattan’s Flatiron District. Knovel employees came from as far west as Salt Lake City and from Canada for the festivities. Knovel had previously celebrated with partners and customers at the 2010 SLA Conference,  at the Crescent City Brewhouse in New Orleans earlier this year.

The main attraction of both parties was the short video that Knovel put together to commemorate the ten year anniversary. Partygoers crowded around the video screens to get a glimpse into to history of the company, and to commiserate on what they were doing 10 years ago when Sasha, Chris and Bill launched a company that would change the way engineers work.

When speaking at the event, Chris focused his attention on the employees to share his appreciation of all the hard work that has gone into the first 10 years of Knovel:

“We have a really fabulous team, and none of this would be possible without you because Knovel is entirely a service business. It’s all about people. I can’t tell you how very proud I am of everything you’ve accomplished, how proud I am of the opportunity to lead the organization,. I just want to say thank you because I wouldn’t have the opportunity to stand here if it wasn’t for each and every one of you in this room. So thank you very much.”